Product Description

Text provides validated instruments for diagnosing organizational culture & management competency, a theoretical framework for understanding organizational competency. Provides strategies and methodologies for changing organizational culture & personal behavior. Paper. DLC: Organizational change.

Product Details

• Amazon Sales Rank: #396911 in Books
• Published on: 2005-04-15
• Original language: English
• Number of items: 1
• Binding: Paperback
• 221 pages

From the Back Cover
Diagnosing and Changing Organizational Culture provides a framework, a sense-making tool, a set of systematic steps, and a methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. Authors Cameron and Quinn focus on the methods and mechanisms that are available to help managers and change agents transform the most fundamental elements of their organizations. The authors also provide instruments to help individuals guide the change process at the most basic level—culture. Diagnosing and Changing Organizational Culture offers a systematic strategy for internal or external change agents to facilitate foundational change that in turn makes it possible to support and supplement other kinds of change initiatives.

In Diagnosing and Changing Organizational Culture, the authors

• Discuss the importance of understanding organizational culture and its place in facilitating or inhibiting organizational improvement efforts
• Provide an instrument for diagnosing organizational culture and include instructions for how to complete and score the instrument
• Illustrate how organizations have designed a strategy to change their current culture to better match their preferred culture
• Focus on the personal change needed to support and facilitate culture change
• Provide an instrument that helps managers identify the key competencies they will need to develop or improve in order to foster organizational culture change
• Include suggestions for initiating culture change in each of four types of cultures—market culture, adhocracy culture, clan culture, and hierarchy culture
• Offer lists of suggestions for improving management skills and competencies

About the Author
Kim S. Cameron is professor of management and organization at the Ross School of Business at the University of Michigan and professor of higher education in the School of Education at the University of Michigan.

Robert E. Quinn holds the Margaret Elliot Tracey Collegiate Professorship at the University of Michigan and serves on the organization and management faculty at the Ross School of Business at the University of Michigan.

Customer Reviews

A "reference" book !
"Our purpose in this book", Cameron and Quinn write, "is not to offer one more panacea for coping with our turbulent times or to introduce another management fad. We agree with Tom Peters that, "If you're not confused, you're not paying attention." Confusion abounds as to prescriptions and proposed panaceas. Instead, our intention in this book is both more modest and, we believe, potentially more helpful. The book provides a framework, a sensemaking tool, a set of systematic steps, and a methodology for helping managers and their organizations adopt the demands of the environment. It focuses less on the right answers that it does on the methods and mechanisms available to help managers change the most fundamental elements of their organizations. It provides a way for managers, at almost any level in an organization, to guide the change process at the most basic level-the cultural level. It provides a systematic strategy for internal or external change agents to facilitate foundational change that can then support and supplement other kinds of change initiatives."

In this context, Cameron and Quinn basically :

* discuss the importance of understanding organizational culture and its place in facilitating or inhibiting organizational improvement efforts.

* provide the instrument (The Organizational Culture Assessment Instrument-OCAI) for diagnosing organizational culture and instructions for how to complete and score it. (OCAI produces an overall organizational culture profile.)

* provide a more thorough explanation of the theoretical framework (The Competing Values Framework) upon which the OCAI is based. (The Competing Values Framework explains the underlying value orientations that characterize organizations.)

* illustrate how organizations designed a strategy to change their current culture to better match their preferred culture.

* focus on the personal change needed to support and facilitate culture change.

* provide an instrument (Management Skills Assessment Instrument-MSAI) that helps managers identify the key competencies they will need to develop or improve in order to foster organizational culture change.

* provide suggestions for initiating culture change in each of four types of cultures (market culture, adhocracy culture, clan culture, hierarchy culture).

* provide lists of suggestions for improving management skills and competencies associated with the MSAI.

I highly recommend this invaluable study to all executives.

The most helpful book...
This is the most helpful book available on organizational culture. Their OCAI instrument (for diagnosing organizational culture) alone is worth more than the price of the book. I use Cameron & Quinn's material with every one of my clients.

Dr. Michael Beitler
Author of "Strategic Organizational Change"

A remarkable tool
The authors provide a great model for understanding and diagnosing organizations. Their cultural quandrant methodology also provides a common language for people within an organization to talk about what they have and what they want. I recommend this for everyone who wants to understand their own organization. Their instrument (OCAI) is both easy to understand and easy to use.